Human Resources and Human Rights

ONO PHARMACEUTICAL believes that gPeople make the company,h and actively supports the development of individual abilities and positive action taken without fear of failure. We promote efforts to improve safety and health conditions, and to create a working environment where the company and its employees can live in harmony and individual abilities blossom to their full extent.
We also respect everyonefs human rights in all business activities and aim to establish a company with no discrimination either inside or outside the company due to race, nationality, ethnicity, gender, age, religion, belief or philosophy, academic background, disability or illness.

Development of Human Resources

œ Concept of Human Resource Development

We aim to develop human resources who become source for us to grow to be a global R&D oriented pharmaceutical enterprise as well as act in an ethical manner with a strong sense of responsibility as a member of a pharmaceutical enterprise involved in pharmaceutical products, which are closely related to the lives of people.

Desired characteristics for our human resources

Those who make bold efforts and independently act based on their self-discipline

  • Eare innovation-minded and never give up trying until the end;
  • Ecan demonstrate their abilities in a team environment and can work collaboratively;
  • Ehave a strong sense of responsibility for, and are proud of, their own jobs;
  • Ealways take a positive approach and can learn and grow independently; and
  • Eact in an ethical manner with common sense.

Having over 300 years of history since our foundation, we desire human resources who will be the fountainhead for us to continue to make bold efforts for the future.

œ Provision of Growth Opportunities

We organize a wide range of training programs to provide employees with growth opportunities. Besides collective training given in each phase of their career growth, we have introduced company-wide joint training for new employees from all divisions, departmental introductory training, and annual training for young employees. We also organize training programs to cultivate global human resources who can work actively under any circumstances, and send employees to overseas affiliates. For management staff, we provide training focusing on management skills required for their respective roles and managerial positions and for the growth of the organization, and we continuously enhance the training programs.
As for the efforts made mainly by MRs, training is also conducted at medical institutions so that our employees have opportunities to listen to the opinions of patients and medical staff directly and know in depth the needs in the medical field.
In addition, we have a system to assist employees in self-learning with an aim to encourage employees to engage in personal development and grow independently.

Summary of common education and training programs for all divisions in FY 2017

Workshop for understanding/spreading our mission statement

At the workshop, by listening to the background to mission statement, the history of bold efforts and experiences of the top management and managers, participants enrich their understanding to the mission statement so they are able to practice the idea voluntarily.

*Mission Statement@https://www.ono.co.jp/eng/about/mission.html

Orientation for newly hired employees, follow-up training for newly hired employees, third-year employee training, and fifth-year employee training

The orientation for newly hired employees is a two-week course provided for all newly hired employees to get together, learn basic business manners and rules, along with roles, responsibilities, and cooperation in a team, and acquire consciousness as members of society. After that, they undergo education specialized for the divisions theyfre assigned to. In addition, after 10 months of being employees, follow-up training for newly hired employees is provided for them to take time to review events in the first year as members of society, to refresh their minds for the second year.
The goal of the third-year employee training is for employees to learn that it is necessary to radically change their minds\moving one step ahead from independence to self-discipline\and to make efforts for voluntary proposals, proactive actions, and the promotion of the development of younger employees. The training includes learning communication skills required for achieving goals, and contents that lead to good on-site practices.
The goal of the five-year employee training is to further raise motivation for work by having employees view their work in a multifaceted manner and review it from creative perspectives. The training includes experiential learning cycles for them to grow themselves while achieving outcomes, and contents that help the participants digest tacit knowledge to establish their cherished opinions, leading to effective practices and outward development.

Training for promoted employees

The highest level individual contributors training makes participants understand the roles required for a manager, and develop awareness and attitudes concerning proactive team management. In addition, the training helps participants acquire the skills to identify problems and understand what is necessary to become an influencer. The training for new management staff is provided to understand the personnel evaluation system, and to acquire the management skills required for being the next candidates for managers, which improves their abilities to build relationships of trust with others and to get things done. At the training for employees who are appointed as managers from among the core employees, participants learn about reaffirming the personnel evaluation system, understanding labor management, the roles expected for managers, team building, and team management.

Manager training

The manager training provides a program that incorporates understanding and practicing the mission statement and human resource development. Various kinds of training are held every year. For example, management skill training at which managers from all departments get together for the purpose of intensifying interactions between departments, training for evaluators aiming to effectively use a goal-setting interview system and evaluate employees in a fair and accurate manner, and training regarding compliance and efforts for mental health care conducted by managers for employees, aiming to establish a working environment where it is easier to work.

Coaching training

In coaching training, trainees take training through online classes once a week with other trainees from different industries, in addition to receiving directions every two to three weeks from a professional coach for managers to learn about coaching. In parallel, coaching for the subordinates and employees is carried out over the course of about a year.

Training for selected employees

The executive candidate development training targets senior managers nominated by officers, and it takes two to four years to develop the next generation of executives. Trainees re-acquire the theory and principles of management and develop self-awareness and self-discipline as managers by having deep discussions on future visions and changes in organizations/businesses with other trainees.
The next-generation leader development training targets employees who are nominated as future global leaders by department managers. The purpose of the training is to develop human resources that will influence the entire company while demonstrating leadership within the team at all sites, whether in Japan or overseas, in cooperation with others in an appropriate manner. Trainees spend about a year acquiring environmental adaptability, leadership, logical thinking, and global business skills.

English training

This is training to acquire English skills essential for global business. In addition, in order to strengthen the capability of performing English-related work, we have three programs: a one-week camp-style English conversation training program in Japan, a three-month study abroad language training program, and weekly lectures by dispatched English instructors (two-year course).

Diversity management training

We are always pursuing innovation to continuously create the world's first pharmaceuticals. As a source of ideas leading to creation of innovation, broad diversity regardless of specialized fields, gender, and nationality is increasingly required in the future. In this seminar, we not only understand the significance of diversity, but also improve the skills of interviewing to make better use of it, and acquire management capabilities.

Voluntary training

We provide voluntary training for young employees who desire to proactively learn. This includes training to develop managersf perspectives in the early stages of their careers such as management simulation games that allow participants to learn accounting and finance, which are not familiar to those who work at some departments, and training to help participants raise awareness on cooperation between departments.

Career planning training

We provide opportunities for employees to review their individual careers and think positively about career afterwards as a form of training. They learn various career theories and participate in a group work format for them to develop their future career plans, leading to better results by discovering their unnoticed qualities and strengths, along with what personally feels rewarding to them.

Self-development learning

We provide employees who desire to proactively learn with opportunities for self-development learning. Through correspondence education, we have over 140 courses such as leadership and management, accounting, finance, and English conversation, and we arrange an environment on a steady basis for those proactive learners with wide range of fields. In addition, we promote self-development learning by aiding online English conversation classes and qualification tests.

Implementation status of common education and training programs for all divisions in FY 2017

Name Participants ~ hours Participants
Workshop for understanding/spreading our mission statement 943 145
Orientation for newly hired employees
Follow-up training for newly hired employees
9408 98
Third-year employee training
Fifth-year employee training
3040 190
Training for individual contributors promoted to the highest level
Training for new managers
Training for new core employees
Manager training
11968 748
Coaching training 1950 78
Training for selected employees 5063 61
English training 11988 111
Diversity management training 108 27
Career planning training 1362 190
Training for volunteers
(Correspondence courses / on-line English conversation classes)
2604 217

Besides the training courses listed above, each division conducts its own training for specialized skills required at the division. E-learning is used for basic training such as phytotoxicity education, which is essential for employees of pharmaceutical companies, collecting safety information, handling personal information, and the prevention of bribery.

Respect for Human Rights

ONO will respect everyonefs human rights in all business activities.
Based on this principle, we promote establishment and operation of the personnel system in line with the policy that gno discrimination should be allowed either inside or outside the Company due to race, nationality, ethnicity, gender, age, religion, belief/philosophy, academic background, disability or illness.h We also prohibit any forms of harassment and provide compliance training.
Furthermore, ONO supports international norms and codes regarding human rights, including the Universal Declaration of Human Rights, the core labor standards of the ILO (International Labor Organization), and the Voluntary Principles on Security and Human Rights.

Diversity Promotion Initiatives

ONO considers that it is important to diversify the characteristics, values, and behavioral features of the members of the organization and accept their individuality for prompt and flexible responses to environmental changes and improvement of the corporate value. In line with this idea, we promote various initiatives.

œ Efforts made for promoting womenfs participation and advancement

A priority in this area is a commitment to the development of a system under which women can realize their full potential. As a result of our efforts to aggressively hire women and discourage female workers from quitting after major life events, the number of female employees has been steadily increasing, and the employment rate of female employees as of March 2018 rose by 3.5% compared that as of March 2013. Other initiatives to create an environment in which women can play more active roles include the introduction of programs aimed at improving diversity and inclusion into management staff training and seniority-/hierarchy- based training.
We have participated in the "Diversity Western Japan Study Group," which is operated voluntarily by about 60 companies from western Japan and other parts of the country since 2015 to share information on know-how and initiatives for the improvement of diversity through participation in seminars held beyond the boundaries of companies and other activities. We continuously work to increase the number of female employees and build a system that helps them develop their career in line with our five-year action plan (from April 1, 2016 to March 31, 2021) formulated in response to the Japanese governmentfs enactment in FY2015 of a law to promote womenfs roles in the workplace (Act on Promotion of Womenfs Participation and Advancement in the Workplace).

The male-to-female ratio of new employees


ONOfs mascot promoting diversity initiatives

Features in ONOfs booklet on systems for balancing work and child-raising. Promotes initiatives to improve diversity.

Overview of Action Plan Based on the Act on Promotion of Womenfs Participation and Advancement in the Workplace (Targets, Efforts)

Targets Efforts
Have women account for 40% of newly hired university graduates in career-track positions starting in fiscal 2017 EImprove systems and strengthen training aimed at developing human resources
EIntroduce a recruiter system
EProvide wide range of information to job applicants
ECreate an environment in which young employees can more easily plan their careers
Have the retention rate of women in career-track positions who joined ONO in the last five years be at least 90% that of men EEnsure employees can continue working at ONO after various life events
@Create an environment where employees can balance work, childcare, and nursing care
ECreate a corporate climate where women utilize their talents
@Promote career-building support measures
EAssist employees in achieving work-life balance
@Expand support systems for women taking maternity leave and employees raising children
EHelp employees return to work at the earliest possible date
@Introduce childcare support services of external service providers

œ Effort made for promoting active participations of persons with disabilities and employing mid-career persons

As part of its commitment to improving diversity, ONO has been actively recruiting persons with disabilities, who account for an employment rate of 2.24% as of March 31, 2018. This exceeds the legally stipulated rate (2.2%) amended in 2018. Approximately 50 employees with disabilities are currently playing an active role in their respective divisions.
We have also been expanding mid-career employment to quickly obtain human resources with the skills, knowledge, and experiences that are needed immediately. Especially since FY2014, when we started to actively promote such employment in consideration of the business environment, the number of mid-career employees has been increasing substantially in broad range of jobs such as MRs, development personnel, staff in the safety information management department, and administration staff. A total of about 70 new employees joined ONO in FY2017. Many mid-career employees are working to play their respective parts using their experience and expertise.

Employment rate of persons with disabilities

Mid-career employment results

Enhancing Cultivation of Employee-friendly Workplaces

ONO is moving ahead to create workplaces where employees can work with a sense of security. We are continuously committed to the development of support systems and working conditions that help employees work in various styles, as well as the improvement of their work-life balance, so that each and every person in our diverse workforce can bring energy to their work and demonstrate their full potential.

œ Promotion of the Review of Working Styles

We consider that the shortening of work hours is an essential and fundamental challenge to be addressed for the development of a pleasant work environment. To this end, we focus on the review of working styles.
We appoint a promotion committee member in each department to involve the whole company in the activities, and the members work to raise awareness and encourage employees to improve operational efficiency and take paid holidays. We have also improved the system by making use of IT and introduced a flexible time system and telecommuting system. Through these initiatives, we achieved positive results such as a year-on-year decrease in work hours by 0.5% and a year-on-year increase in the rate of taking paid holidays by 6.4% during the period from April 2017 to March 2018.

œ Regular feedback on evaluations for employees

Our company incorporates a target-setting meeting system for the purposes of raising employeesf motivation for work and the development of human resources. At the beginning of the fiscal year, employees set their targets through meetings with their supervisors, and the goals/directions are negotiated and adjusted based on the companyfs vision. We are working on appropriate implementation of the system, which consists of progress checks and necessary adjustments for the sake of employeesf achievement of targets during the fiscal year and the provision of feedback on activity summaries and evaluations through wrap-up meetings and evaluation feedback meetings held at the end of the fiscal year, so that employees can easily understand the evaluations and develop further in the end. In addition, the results of evaluations are reflected in employee compensation.

œ Employee satisfaction survey

We regularly conduct employee satisfaction surveys to highlight the organizational issues and improve employee satisfaction. The satisfaction survey results lead to planning of measures to create a workplace where all employees can find what personally feels rewarding to them and they can enjoy their jobs.

œ Childcare Support Activities

Based on an idea that support of families raising children as part of the efforts of the whole society and creation of a better environment for having and raising children is one of the issues to which companies should be committed, we set up an action plan in accordance with the Act on Advancement of Measures to Support Raising Next-Generation Children established by the Japanese government, and have proceeded with the plan since 2005. ONO was certified as a general business operator meeting the criteria in 2008, 2012, and 2014, obtaining gKurumin,h the mark accredited to such business operators.
Our past efforts were rewarded as ONO received two Osaka Labor Bureau Directorfs Prizes in the 2015 Equal Employment/Work-Life Balance Corporation Awards, sponsored by Japanfs Minister of Health, Labor and Welfare. One was in the category of companies promoting gender equality, and the other was in the category of family-friendly companies.
In the 5th phase of the action plan, which started in April 2017, we promote initiatives to build an environment in which men can actively take part in child-raising, such as the introduction of new child-raising support systems including holidays to encourage employees to take part in child-raising, as well as strengthening of the delivery of a message that child-raising is a life event to be shared by men and women in order to ensure that the male employees who wish to participate in child-raising by taking childcare leave can obtain consent from people around them.

1st phase of
action plan
April 1, 2005 to March 31, 2008 EIntroduction of shortened work hour programs for employees raising preschool children
EIntroduction of a leave program for nursing care of children
EEncouragement of employees to take annual paid holidays
2nd phase of
action plan
April 1, 2008 to March 31, 2012 EExpansion of the shortened work hour programs for employees raising children
EImplementation of measures to reduce overtime work
3rd phase of
action plan
April 1, 2012 to March 31, 2014 EProvision of information to encourage male employees to take childcare leave
EIntroduction of a re-employment scheme for employees who have left their jobs due to childcare and other reasons
4th phase of
action pla
April 1, 2014 to March 31, 2017 EExamination of a new program to support female employees to continue their careers, and introduction and dissemination of the program
EImplementation of measures to reduce overtime work
ESurvey of the current situation on annual paid holidays taken by employees and implementation of measures to encourage employees to take the holidays
5th phase of
action plan
April 1, 2017 to March 31, 2019 EIntroduction of support systems that encourage men to take childcare leave and participate in child-raising and dissemination of them
EEncouragement of employees to take annual paid holidays to achieve their work-life balance

œ Support for Employees with Cancer

Employees diagnosed with cancer face various problems during work such as regular hospital visits, side effects of various treatment, and economic issues. To assist employees with cancer who wish to continue working while being treated, ONO provides a system to prolong the period of absence from work, an income security program to help them avoid a period with no income, a system to allow the use of accumulated holidays on a half-day basis, and a system to offer shortened working hours for the treatment of cancer.
We also provide support from other perspectives such as the promotion of understanding among other people in the workplace by establishing a system to encourage such people to support employees with cancer and enhancing the dissemination of it, as well as efforts to review their working styles.

œ Other Support Systems

ONO has in place various systems aimed at creating a pleasant working environment in addition to the programs required by law. We have listened to the voices of employees and developed systems that meet their actual needs. When introducing a program for which legal standards are specified, we set up the program in a way to exceed the standards. Thus, we continuously work to develop support systems so that employees have many options for working styles.
We also prepare and post a booklet on our intranet that summarizes the systems to inform employees about the contents and how to use them.

[Systems that exceed the standards specified by labor related laws]

  • EChildcare leave
    Japanese law stipulates that childcare leave can be taken until the time the child turns one year old. However, employees at ONO can take childcare leave until the end of the month when the child turns three years old.
  • EShortened work hours for childcare
    Japanese law stipulates that shortened work hours for childcare leave can be utilized until the child turns three years old. But employees at ONO can shorten their working hours by up to two hours per day until March 31 of the year that their child is in third grade of elementary school.
  • ENursing care leave
    While companies are legally required to provide nursing care leave for up to 93 days in total per family member in need of care, ONO provides the leave for up to a year in total.

[Legally required systems]

  • EShortened work hours for nursing care
    When an employee works while providing care to family members in need of care, the working time can be shortened by up to two hours per day for up to three years aside from the period of nursing care leave.
  • EFamily care leave
    Employees who have to provide care to preschool children and other family members in need of care can take family care leave without pay. The prescribed number of days is five per year for employees with one person in need of care, and 10 days for those with two or more such persons.

[Systems that promote flexible working styles]

  • EFlexible working hours
    As an initiative that provides employees with more options for working styles to thereby help them improve their work efficiency and achieve a work-life balance in which they give equal priority to their jobs, family, childcare, and nursing care, the entire company has a flexible working hours system with some exceptions.
  • ETelecommuting system
    All employees are eligible to use the telecommuting system aiming to support employees who are working while taking childcare and nursing care in balancing work and such care. The system was designed so that employees can establish their individual working styles and work in a flexible and efficient manner.

[Various leave and subsidy systems] (extract)

While employees may take leave when they cannot come to work due to attendance to weddings, funerals, and other ceremonies of their own or their family members, moving for job transfer, and accidents, disasters, and other events of force majeure, we also have systems in which special paid holidays can be taken under other circumstances.

  • EAccumulated holidays
    Expired annual paid holidays can be accumulated under certain conditions and used for the treatment of the disease or injury of the employee, nursing care of family members, fertility treatment, and other purposes. For example, an employee can take a paid holiday using this system in case of sudden illness of their children.
  • E Holidays to encourage employees to take part in child-raising
    Employees at ONO can take up to two days off for child-raising until the child reaches the age of 1. This system can be used in a wide range of situations such as regular health checkups and immunization.
  • EMaternity protection leave
    A pregnant employee or an employee within one year from delivery can take leave up to the days specified according to the time of pregnancy to receive a health instruction or health checkup. Other than leave for checkups, up to five days off in total can be taken for the duration of each pregnancy when the employee cannot come to work due to morning sickness or suspicion of threatened premature labor.
  • ESupport of employee volunteer activities
    ONO has introduced a volunteer vacation program, which provides a five-day special paid vacation to support employees involved in volunteer activities. We also have a bone-marrow donor leave scheme to give special paid vacation during the period when employees need to take days off for bone-marrow donation.
  • E Subsidies for day-care centers and baby-sitting
    For employees raising preschool children and whose spouses are also working, ONO provides subsidies to help pay for day-care centers or baby sitters when they need such services and make an application for the subsidies. These subsidies are also available if an ONO employeefs spouse (working or not working) is ill or cannot care for the child for some other reason.
  • E Subsidies for sick child care
    A subsidy will be paid by the company upon application when it is necessary for a double-income family with a child under two years old to use sick child care facilities / services. Also, subsidies will be also paid to non double-income family if a spouse uses such facilities/services because of his/her sickness, etc.

[Other systems]

  • EUse of company cars to pick up and drop off children
    MRs are allowed to use company cars for the purpose of picking up or dropping off their children before or after work.
  • EDay-care Center Concierge (day-care center enrollment support system)
    In order to support smooth returning of employees who took a childcare leave, we have a third party provide information for such employees to have their children enroll a day-care center.
  • EAccompanying spouses transferred overseas
    For an ONO employee who wishes to accompany his/her spouse transferred by the company of the spouse to another country, ONO allows the employee to take up to three years off work.
  • ERe-employment for employees who have quit ONO
    The employees who have retired due to problems balancing work and family duties after major life events such as marriage, childbirth, and child-raising, or nursing care of family members can be re-employed when certain conditions are met.
  • ENon-regular re-employment
    The employees who have reached the mandatory retirement age and retired can be re-employed as part-time employees when certain conditions are met until they reach the age of 65.

œ Efforts made regarding wages

We strictly comply with the Minimum Wage Act, safeguard the daily lives of our employees, and work hard to create a workplace environment that is easy to work in.

œ Safety and Health

For safety and health, ONO holds the regular meetings of the safety and health committee to continuously improve the work environment. Our production sites and research institutes conduct safety and health inspections, report the problems identified during the inspections to the committee, and make proposals for improvement to disseminate information and take proper actions. The inspections are carried out in all ONO workplaces every year to check the items including measures and equipment for the prevention of fires and other disasters, safe handling of machinery, the level of safety in daily work, transport work, and the level of neatness, tidiness, and cleanliness in workplaces.
At the ONO Head Office and other company sites where a Health Committee is stablished, the Committee discusses health issues based on results of workplace environmental measurements. In addition, the Central Safety and Health Committee is held to provide opportunities for sharing information and exchanging opinions between all Safety and Health Committees and Health Committees and considering policies and measures that contribute to sanitation as a whole company.

Numbers of industrial accidents

œ Relationship with the Unions

ONO has two labor unions, namely the nationwide union of ONO workers and the industrial union (chemical & general) of ONO workers in Joto Plant. As of March 31, 2018, the nationwide union of ONO workers has 2,123 members while the industrial union (chemical & general) of ONO workers has 15 members. Both unions have good relationships with the company.

œ Composition of the Employees (Non-consolidated data)

The table below shows the number, average age, and average service years of employees in ONO as of March 31, 2018.

  No. of employees Average age Average service years
Total 3,199 41.4 15.3
Male 2,629 42.1 16.0
Female 570 37.9 11.8

No. of employees (Non-consolidated data)

As of the end of March 2018, the percentage of contract workers is 0.3%, and the percentage of temporary staff is 8.8%.

œ Full-time employee turnover

The voluntary turnover rate for full-time employees in each year, as of the end of March, is as follows.

  FY2013 FY2014 FY2015 FY2016 FY2017
Voluntary resignation rate 1.3 % 1.3 % 1.1 % 1.0 % 1.3 %
Mandatory retirement rate, etc. 0.6 % 1.0 % 1.0 % 0.9 % 0.7 %
Total turnover rate 1.9 % 2.3 % 2.1 % 1.9 % 2.0 %

œ Retention rate for female employees (by fiscal year of entering the company)

Efforts made to promote employeesf health

Health Up Declaration 2018

Based on our corporate philosophy, Dedicated to Man's Fight against Disease and Pain, we desire to contribute to society through the creation of innovative medicines. In order to continue to make bold efforts toward the realization of our corporate philosophy, it is important to ensure that all employees are both mentally and physically healthy, that their workplaces allow them to fully demonstrate their abilities, and that the daily lives of employees and their families are fulfilling. We declare that employees, companies, labor unions, occupational health staff, and health insurance society will actively engage as a single team in maintaining and improving the health of employees and their families.

April 2018
Gyo Sagara
President, Representative Director, and CEO

Basic policy

  1. We will promote the maintenance and improvement of the health of employees and their families through the Health Up Committee, consisting of representatives from the company, labor unions, occupational health staff, and health insurance society.
  2. Employees will actively engage in health management for themselves and their families.

Major efforts being made:

  • (1) To realize completely non-smoking premises according to passive smoking countermeasures.
  • (2) To proactively support measures from disease prevention and early detection and treatment to reinstatement.
  • (3) To promote support for measures from the prevention of mental disorders, early detection, and prompt responses, to reinstatement and the prevention of recurrence.
  • (4) To develop an environment where employees proactively work on health maintenance/improvement.

Organizational structure to promote health management

œ Supporting disease prevention, early detection and early treatment

  • EEmployees are obliged to conduct a medical examination once a year, and employees aged 35 and older are supposed to undergo a medical checkup instead of legal medical examinations. The medical checkup rate has continued to be about 99% excluding those who have unavoidable reasons such as taking administrative leave. Our target is 100% of medical checkup rate.
  • EWe have contract facilities for undergoing medical checkups in prefectures nationwide. As of April 2018, the number of contract facilities is 178, and we take care to make it easier for employees and their families to undergo checkups.
  • EWe support the examination cost of various cancer screenings, and many employees undergo optional cancer-related screenings at the time of a medical checkup. We provide female employees under 35 years old with mail delivery cervical cancer screening.

Cancer screening rate (as of February 2018)

(Target: cervical cancer screening for employees aged 20 and older, other cancer screening for employees aged 40 and older)

Medical examination rate Target
Stomach cancer screening97.2%100%
Lung cancer screening99.3%100%
Colorectal cancer screening93.9%100%
Breast cancer screening90.0%100%
Cervical cancer screening43.4%70%

  • EWhen necessary after the medical examination, industrial health staff encourages those who need some treatment to see a doctor at medical institutions, provides health guidance, and encourage employees and families with high lifestyle-related disease risks to participate in specific health guidance.

œ Mental health measures

  • EWe conduct in-house training on mental health and individual interview by industrial health staff for prevention, early detection and early treatment of mental health issues, and we also work in collaboration with industrial physicians.
  • EWe carry out stress checks for all employees once a year, and the participation rate is about 95%. We continually promote workplace improvement based on the results of organizational analysis. Our target is 100% of participation rate.
  • EWe have a contract consultation counter that can be used free of charge, and in addition to meetings, we have established a system that allows employees to consult with experts via telephone and e-mail.

œ Passive smoking countermeasures and health promotions

  • EWe are working to raise awareness about efforts for smoking cessation through measures such as setting up Non-smoking Day, implementing in-house questionnaires on tobacco and announcing the results in order to make the entire site smoke-free in April 2019. In addition, we systematically promote educational activities such as creating and posting original posters using illustrations drawn by employees.
  • EIn order to support the employees who try to quit smoking, we implement an in-house smoking cessation contest, whose goal is to "quit smoking in six weeks in a wise and enjoyable manner.h We support employees' health promotion activities through supports such as subsidies for seeing a doctor at smoking cessation clinic and provision of online programs for smoking cessation.
  • EWe conduct a walking campaign every year in the company. The event targets temporary staff and outsources in addition to all the employees. The event is designed to encourage voluntary participation by allowing not only individual employees but also their families to participate as a team. The participants who reach a certain criterion receive specialties in the areas stricken by the earthquake as a prize of achievement. The number of participants has increased year by year, and it is expected to encourage employees to walk regularly and frequently.
    The participants of the walking campaign in FY 2017 accounted for 34% of all employees. We aim to have 50% of participation rate in FY 2018.
  • EA session to measure body composition, blood vessel age, bone density, and the like is held annually at major plants. The session allows the participants to check the conditions of muscle and bone which cannot be understood only by physical examination, and to receive individual advice on meals and exercise from medical staff, which has increased participants year by year.

Number of participants in walking campaign

œ Health management support

  • EWe started running a portal site that allows employees to check the results of their own medical examination and medical checkup at any time. We are enhancing the contents for improving awareness of importance of health such as information for employees to correctly understand the results and improving lifestyle habits and advices on lifestyle according to individual situations.